| Bridging organizational performance gaps using the EFQM excellence model |
319:A |
QCAS / 69 / 3-4 / 195 |
| The quality movement: Where are we going? Past, present and future |
319:Y |
QCAS / 69 / 3-4 / 199 |
| A stakeholder view of quality management and CSR through feminist ethics |
319:Y |
QCAS / 69 / 1-2 / 63 |
| Towards a quality management competence framework: Exploring needed competencies in quality management |
319:Y |
QCAS / 68 / 3-4 / 199 |
| The ascent of quality 4.0: How the new age of quality came to be and what it might look like in 20 years |
319:Y |
QCAS / 66 / 3-4 / 185 |
| Towards a theory of operational excellence, Pauline Found, Andrew Lahy, Sharon Williams, Qing Hu |
319:Y |
QCAS / 65 / 5-6 / 383 |
| From successful to sustainable lean production: The case of a Lean Prize Award Winner |
319:Y |
QCAS / 65 / 5-6 / 385 |
| A quality scorecard for the era of industry 4.0 |
319:Y |
QCAS / 65 / 5-6 / 387 |
| Lean thinking: Outside-in, bottom-up? The paradox of contemporary soft lean and consultant-driven lean implementation |
319:Y |
QCAS / 65 / 1-2 / 23 |
| The impact of socially responsible management standards on the business success of an organization |
319:Y |
QCAS / 65 / 1-2 / 27 |
| A quality management approach to guide the executive management team through the product/service innovation process |
319:Y |
QCAS / 64 / 3-4 / 215 |
| Creating ambidexterity through quality management |
319:Y |
QCAS / 62 / 5-6 / 457 |
| Testing the dimensionality of the quality management construct |
319:Y |
QCAS / 62 / 5-6 / 459 |
| Modern analytics and the future
of quality and performance excellence |
319:Y |
QCAS / 62 / 5-6 / 461 |
| Quality assurance in the political context:
In the midst of different expectations and conflicting goals |
319:Y |
QCAS / 62 / 3 / 203 |
| Cost-quality tradeoff in healthcare:
Does it affect patient experience? |
319:B |
QCAS / 62 / 1-2 / 53 |
| The impact of the conceptual total quality management
model on role stressors |
319:Y |
QCAS / 61 / 5-6 / 459 |
| Quality quandaries:
Realizing strategic focal points at a business school |
319:Y |
QCAS / 61 / 4 / 327 |
| Which incremental innovations should we offer? Comparing
importance-performance analysis with improvement-gaps analysis |
319:Y |
QCAS / 61 / 4 / 331 |
| Quality management and a balanced scorecard
as supporting frameworks for a new management model
and organizational change |
319:Y |
QCAS / 61 / 4 / 335 |
| What sparks quality-driven change programmes in not-for-profit
service sector? Some evidence from the voluntary sector |
319:Y |
QCAS / 61 / 3 / 205 |
| Three decades of continuous improvement |
319:Y |
QCAS / 61 / 3 / 209 |
| Modelling continuous improvement maturity in the public sector:
Key stages and indicators |
319:Y |
QCAS / 61 / 3 / 213 |
| Examining relationships between quality management
and organizational performance in transitional economies |
319:Y |
QCAS / 61 / 1-2 / 47 |
| Exploring linkage of quality management to innovation |
319:Y |
QCAS / 60 / 5-6 / 475 |
| Today’s quality is tomorrow’s reputation
(and the following day’s business success) |
319:Y |
QCAS / 60 / 5-6 / 479 |
| Critical factors for quality management initiatives
in small- and medium-sized enterprises |
319:Y |
QCAS / 60 / 5-6 / 483 |
| The system is the solution: A review of systems thinking and why
Deming’s principles have stood the test of time |
319:Y |
QCAS / 60 / 5-6 / 485 |
| Strategies for environmental and traditional quality efforts during new product development: Balancing complementarity and conflict |
319:Y |
QCAS / 60 / 4 / 323 |
| Linking quality improvement practices to knowledge management capabilities |
319:Y |
QCAS / 60 / 3 / 205 |
| Quality management and lean: A symbiotic relationship |
319:Y |
QCAS / 60 / 1-2 / 53 |
| Inter-organizational quality management: The use of contractual incentives and monitoring mechanisms with outsourced manufacturing |
319:A |
QCAS / 59 / 5-6 / 447 |
| Quality vs. safety: Priorities at odds in the oil and gas industries |
319:A |
QCAS / 59 / 5-6 / 451 |
| Time-relevant metrics in an era of continuous process improvement: The balanced scorecard revisited |
319:Y |
QCAS / 59 / 3 / 211 |
| The effect of environmental complexity and environmental dynamism on lean practices |
319:Y |
QCAS / 59 / 3 / 215 |
| A retrospective view of research in the Quality Management Journal: A thematic and key words analysis |
319:A |
QCAS / 59 / 1-2 / 79 |
| A review of research in the Quality Management Journal: Influential resources, key themes, and emerging trendss |
319:A |
QCAS / 59 / 1-2 / 81 |
| Statistical engineering: Six decades of improved process and systems performance |
319:Y |
QCAS / 58 / 4 / 327 |
| Insights on the Future of quality management research |
319:A |
QCAS / 58 / 3 / 209 |
| Pushback prevention |
319:A |
QCAS / 58 / 1-2 / 67 |
| ‘Transforming the learner’ versus ‘passing the exam’: Understanding the gap between academic and student definitions of quality |
319:Y |
QCAS / 57 / 5-6 / 483 |
| The bright side of failure |
319:Y |
QCAS / 57 / 3 / 211 |
| Lessons in loyalty: There’s a better way to measure customer loyalty and boost business growth |
319:Y |
QCAS / 57 / 3 / 213 |
| C-Kano model: A novel approach for discovering attractive quality elements |
319:Y |
QCAS / 56 / 5-6 / 449 |
| Keep It simple |
319:Y |
QCAS / 55 / 5-6 / 455 |
| Recent trends in quality assurance |
319:Y |
QCAS / 55 / 4 / 331 |
| The rhetoric and reality of ‘process control’ in organizational environments with a TQM orientation: The managers’ view |
319:Y |
QCAS / 55 / 3 / 211 |
| Policy deployment: A review and comparisons of two practices models |
319:Y |
QCAS / 54 / 5-6 / 463 |
| TQM’s contribution to marketing implementation and firm’s competitiveness |
319:Y |
QCAS / 54 / 4 / 309 |
| Outcomes of quality assurance: A discussion of knowledge, methodology and validity |
319:Y |
QCAS / 54 / 1-2 / 45 |
| An overview of the Shainin SystemTM for quality improvement |
319:Y |
QCAS / 53 / 6 / 567 |
| Examining the effects of contextual factors on TQM and performance through the lens of organizational theories: An empirical study |
319:Y |
QCAS / 52 / 5 / 507 |
| Comparing quality management practices between the United States and Mexico |
319:Y |
QCAS / 52 / 3 / 293 |
| An operational and institutional perspective on total quality management |
319:Y |
QCAS / 52 / 1 / 53 |
| Evolution of quality: First fifty issues of Production and Operations Management |
319:Y |
QCAS / 51 / 6 / 635 |
| What’s wrong with Six Sigma |
319:Y |
QCAS / 50 / 4 / 403 |
| A survey of TQM success factors in the UK |
319:Y |
QCAS / 50 / 3 / 269 |
| Enabling a TQM structure through information technology |
319:Y |
QCAS / 50 / 3 / 271 |
| Scope projects in 10 steps |
319:Y |
QCAS / 50 / 2 / 155 |
| The real art of strategic planning |
319:Y |
QCAS / 50 / 1 / 39 |
| Six Sigma – Strategy for organizational excellence |
319:Y |
QCAS / 49 / 6 / 643 |
| Making hospitals more transparent |
319:B |
QCAS / 49 / 2 / 155 |
| Linking quality management to manufacturing strategy: An empirical investigation of customer focus practices |
319:M |
QCAS / 49 / 1 / 55 |
| Do quality consultants offer a quality service? |
319:Y |
QCAS / 48 / 4 / 383 |
| A perspective on tensions between external quality assurance requirements and institutional quality assurance development: A case study |
319:T |
QCAS / 48 / 2 / 133 |
| The long and winding road: The evolution of quality management |
319:Y |
QCAS / 48 / 2 / 135 |
| Views from below: Academics coping with quality |
319:Y |
QCAS / 48 / 2 / 137 |
| Improving the climate of teaching sessions: The use of evaluations of students and instructors |
319:T |
QCAS / 48 / 1 / 53 |
| Does the development of mass education necessarily mean the end of quality? |
319:T |
QCAS / 48 / 1 / 55 |
| Sustainability: Enlarging quality’s mission |
319:A |
QCAS / 47 / 5 / 507 |
| Design for Six Sigma: 15 lessons learned |
319:Y |
QCAS / 47 / 5 / 509 |
| Emerging elements of a world view for sustainable quality |
319:A |
QCAS / 47 / 4 / 397 |
| Six Sigma black belts: What do they need to know? |
319:Y |
QCAS / 47 / 4 / 399 |
| Continuous quality improvement in small general medical practices: The attitudes of general practitioners and other practice staff |
319:B |
QCAS / 47 / 3 / 275 |
| From continuous improvement to continuous innovation |
319:Y |
QCAS / 47 / 3 / 277 |
| A contingent view of quality management: The impact of international competition on quality |
319:Y |
QCAS / 47 / 2 / 139 |
| A framework for quality improvement in the transportation industry |
319:S |
QCAS / 47 / 1 / 29 |
| A conceptual model for total quality management in service organizations |
319:S |
QCAS / 47 / 1 / 33 |
| The problems with managing by objectives and results |
319:Y |
QCAS / 47 / 1 / 37 |
| Judging goodness must come before judging quality – but what is the good of health care? |
319:B |
QCAS / 46 / 6 / 625 |
